Resources in Operational Excellence (OPEX)

Our focus on Operational Excellence (OE) is on the alignment of strategies, processes, performers, measures, technologies and management to achieve and sustain outstanding levels of performance of the entire enterprise.

Our belief is that Operational Excellence is achievable only when an organization has defined the major elements that affect performance and aligned them (which often means redesigning them) to support strategies and goals.

Just as often the task of alignment also means ridding the organization of things (practices, policies, organization structures) that impede Operational Excellence.

Displaying 181 - 190 of 263 resources matching your criteria.

Case Study: Improve Business Performance with BPM

By: Peter Falk, Application Systems Engineer, Wells Fargo

Peter Falk has been a systems engineer in varying capacities with Wells Fargo since 1997. Falk has acted as the project manager and technical lead on several large outsourcing projects and on large and small-scale application upgrades. He currently manages a team of engineers who supports the document management group as well as other assorted applications in use at Wells Fargo’s Employee Service Center in Phoenix.

Wells Fargo is a diversified financial services company encompassing a collection of acquired financial institutions.

A Game Plan for HR Process Compliance in 2006

Last year, leading companies like Allianz Life, Dell and Pfizer tackled compliance and process improvement at the same time. There chose many different HR processes to automate – ranging from new hires and pay changes to computer access requests. In each case, the companies recognized that an investment in technology was required to gain better control over their processes.

Creating the Perfect Storm for Customer Retention Process Improvement

Successful Sales and Marketing departments are dynamic torrents of process-driven activity. A calm day in the sea of sales means revenue opportunities are being lost or going by the wayside. This is just as true in customer retention as it is in customer acquisition.Once a prospect signs on the dotted line and becomes a customer, effective processes need to be in place to monitor, measure and manage customer satisfaction and loyalty and, in turn, maximize each customer's value.

Successful Process Improvement Requires the Right Mindset

Contributed by:Andrew Spanyi, Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

By: Andrew Spanyi, Author of "BPM is a Team Sport, Play it to Win!"

This article originally appeared in the members-only quarterly BPM Strategies Magazine. Join today to receive your own copy.

Proven Steps to BPM Success

As more and more vendors enter the market and try to stake a claim to the BPM opportunity, a few leaders have emerged to create a new era of business process management – an era defined by solutions that combine flexibility with a full spectrum of process capabilities. An era defined by vendors partnering with thought-leading business and government organizations to look at processes in terms of their ability to drive organizational growth. The era of “breakaway BPM”. In this Webinar, David Holliday, CTO for Advanced Management Technology, Inc.

Planning for Improved Performance

By: Stephen G. Smith, Senior Vice President & Managing Executive, Rummler-Brache Group

Most any organization will surely concede that it desires improved performance. More precisely, most organizations expect their performance to improve. However, very few organizations actually plan to enhance their performance. They simply expect it to happen as a normal course of business.

Business Process Management - What Are Your Standards?

By: Caspar Hunsche, Managing Director, Process Core Group

After speaking at a Six Sigma conference I was asked what my definition of BPM is and what differentiates it from Six Sigma. The topic of my presentation was how to identify important change programs. I am not sure what exact wording I used but I must have first stated that I am not a Six Sigma expert, only a Six Sigma customer, but Six Sigma did not seem to use standards. The BPM definition must have included process measurement, modeling and change planning. Later in my hotel room I realized I never put to paper what my definition is of BPM.

Analyzing the "As Is" Process

Contributed by:Daniel Madison, Principal, Value Creation Partners

By: Dan Madison, author of Process Mapping, Process Improvement, and Process Management

The first step in the analysis of a process is to create a process map or flow chart of the current state. This “as is” map represents what happens, not what should happen, or could happen. A useful technique when creating the "as is" is to recall an actual event. In remembering the event, what actually happened? This way you map reality.

The process map is the base from which the analysis begins. Process mapping can be done at three different levels of detail. The least detailed level (5000 foot) is called the Macro. At this level, your process map contains only 2 to 7 steps.

How to Select a Metric - How Are You Being Measured?

By: Caspar Hunsche, Managing Director, Process Core Group

In a previous life I was in charge of management reporting for the pan-European logistics organization for Compaq. My team was responsible for monitoring and reporting the daily, weekly, monthly and quarterly performance and progress of the operations. We provided reports on shipments-to-date, invoices send, estimated shipments for the remainder of the day, week or month, order cycle time and average shipment lead-times, and on and on. None of these metrics would keep me awake at night or would cause heavy discussion on accuracy and validity of the metric.